聯(lián)想集團(tuán)并購IBM全球PC業(yè)務(wù)的戰(zhàn)略定位與調(diào)整研究.pdf

1、對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)碩士學(xué)位論文聯(lián)想集團(tuán)并購IBM全球PC業(yè)務(wù)的戰(zhàn)略定位與調(diào)整研究姓名：閆國永申請(qǐng)學(xué)位級(jí)別：碩士專業(yè)：工商管理指導(dǎo)教師：馬春光20050401對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)MBA學(xué)位論文IIIABSTRACTThepaperinvolvesfivepartsi.e.Lenovo’sdevelopinghistyintroducingthebackgroundofLenovo’smergingIBM’sPCdepartmentAnalysi

2、sofLenovo’smergersLenovo’sstrategyientationadjustmentNecessaryconditioncountermeasureofLenovo’sstrategyadjustmentConclusionssuggestions.Inchapter1theauthdiscussesLenovo’sdevelopmenthistythebackgroundofLenovo’smergingIBM’

3、sPCdepartmentwhichincludesfouraspectsthatisLenovo’sdevelopmentstagesgeneralsituationofPCindustrysituationofIBM’sPCbusinessprocessofLenovo’smergingIBM’sPCdepartment.Inchapter2theauthconductsanalysisofLenovo’smergersLenovo

4、’sindustryientationIBM’sturnaroundstrategyonthevaluechainserviceientedstrategyreluctantmergersSWOTanalysisofmergerscostadvantagestrategydifferentiationstrategybrstrategy.Inchapter4theauthdiscussesnecessaryconditioncounte

5、rmeasureofLenovo’sstrategicadjustmentwhichincludeseightaspectsi.e.Lenovo’sframewkintegrationsupplychainintegrationproductlinesintegrationmarketchannelintegrationcomprehensionoftwoenterpriseculturespromotinginternationalm

6、anagementabilityofLenovo’smanagersdesigningeffectiveemergencyplansstrengtheningcrisismanagementability.AtlasttheauthsummarizesthekeyquestionsfacedwithLenovoputsfwardspecificsuggestionsfLenovo.Keywds:LenovoIBMMergers&Acqu